pm in theory | pmbok guide - sixth edition · pmp® and capm® certification, leadership, business...
TRANSCRIPT
PM in Theory | PMBOK® Guide - Sixth Edition
PROJECT MANAGEMENT WEBINAR
Things to know…
▪ All participants will be on mute
▪ Questions are welcome
▪ Use the question box to ask questions
▪ PM training is valid for 1 PDU
▪ Must be in attendance for full session
▪ PDU certificate sent by the end of the day
▪ Recording and slides sent by tomorrow
Alexa Ortega-Mendoza
Project Insight
Marketing Associate
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Moderator
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Diane Buckley
CEO, Core Performance Concepts Inc.
Training in project management,
PMP® and CAPM® certification, leadership,
business analysis, agile and six sigma
www.coreperformanceconcepts.com
Host
PMP® and CAPM® are registered trademarks of the Project Management Institute
Diane White
Instructor and Curriculum Development
Training in project management,
PMP® and CAPM® certification, leadership,
business analysis, agile and six sigma
Past PMI Chapter President & Global PMI Board
www.coreperformanceconcepts.com
Presenter
PMP® and CAPM® are registered trademarks of the Project Management Institute
PMBOK® Guide - Sixth Edition: Changes You Can Use
• Learn overview of changes for the PMBOK® Guide - Sixth Edition
• Determine impact on PMP certification examination
• Explore ways to incorporate the updates into PM practices
Overview
• Incorporates latest research and current best practices
• Incorporates agile principles, and more
• Updates tools and techniques, including sprint and iteration planning
Impacts to the PMP Exam
•
•
•
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Introduction
• Chapters 1 and 2 significantly rewritten, new information added
• Chapter 1 Introduction –e.g. selecting approaches and benefits management
• Chapter 2 is The Environment in which Projects Operate – e.g. governance
• Chapter 3 is new section on PMs role
New KA Format
• Key Concepts
• Trends and Emerging Practices
• Tailoring Considerations
• Considerations for Agile/Adaptive Environments
KA Changes
• 49 total processes instead of 46 process
• 2 Knowledge Area Name Changes
• Project Time renamed Project Schedule
• Project Human Resource Management renamedProject Resource Management
• Distinguishes between team and physical resources
KA Changes
• 1 Process Removed• Close procurement• Administrative closure for procurements was
incorporated into Close Project or Phase (Integration)
• 1 Process Moved• Estimate Activity Resources moved to Project
Resource Management
KA Changes
• 3 Processes Added• Manage Project Knowledge (Integration)
• Control Resources
• Implement Risk Responses
• 9 Processes renamed for consistency
Integration and Scope
• Integration• Added Manage Project Knowledge
• Emphasizes importance of business documents, benefits management
• Scope• Updated to reflect collaboration with PMI’s
Business Analysis for Practitioners: A Practice Guide
Schedule and Cost
• Schedule• Project Time renamed Project Schedule
• Estimate Activity Resources moved toProject Resource Management
• Agile concepts added to Develop Schedule
• Cost• Updates to format and terms, no process or
name changes
Quality
• Updated tools based on market research
• Eliminated some that are not widely used
• Focus is more on managing quality through the quality management plan
• Perform Quality Assurance renamed to Manage Quality
Resource
• Renamed to define physical and team resources in the process flow and tools/techniques
• Estimate activity resources is now this process
• Control Resources was added
• Plan Human Resource Management renamed to Plan Resource Management
• Acquire Project Team renamed to Acquire Resources
• Develop Project Team renamed to Develop Team
• Manage Project Team renamed to Manage Team
Communications
• Communication – actions, e.g. facilitating a meeting, versus
• Communications – artifacts, e.g. meeting minutes
• Control Communications renamed toMonitor Communications
Risk
• Adds concept of overall project risk to augment individual project risks
• Implement Risk Responses was added• Emphasizes that identified and accepted risks
actually need to be implemented
• Added a new risk strategy – escalate – to both negative/threats as well as opportunity risk
• Control Risks renamed to Monitor Risks
Procurement
• Acknowledges a more global perspective
• PM needs to know about procurements to make good decisions, but most contracts are handled by specialists
• Information evaluated and incorporated into Control Procurements or Close Project or Phase (Integration)
Stakeholder
• Stronger focus on stakeholder engagement
• Plan Stakeholder Management renamed to Plan Stakeholder Engagement
• Control Stakeholder Engagementrenamed to Monitor Stakeholder Engagement
Social computing:
A. Is subjective and should be avoided when possible
B. An IT centric solution for virtual project teams
C. Relies on common interests of the stakeholders
D. Can promote communication between generations
Sample Question 1
When planning risk responses for your project, consider escalation as a strategy when a threat or opportunity is:
A. Specified in the project management plan
B. Outside the scope of the project
C. Documented in the contingency plan
D. Difficult to predict
Sample Question 2
You are the PM for a new financial system and want to use a form of rolling wave planning for your project which is using an agile approach. One scheduling method you are considering is:
A. Iterative scheduling with a backlogB. WBS with planning packages to show backlogC. On-demand scheduling pulling work from a backlogD. Kanban system
Sample Question 3
Summary
• Overview of changes for the PMBOK®Guide - Sixth Edition
• Impact on PMP certification examination
• Ways to incorporate the updates into PM practices• More strategies in webinar 2
Your Questions?
What questions do you have?
▪ How do I study?
▪ How can I use the PMBOK® Guide as a reference tool?
▪ Questions you want answered in the next “In Practice”
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